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1
Healthy Workplaces
A Selection of Global Good Practices
2 3
Contents
Introduction ........................................................................ ... 4
What is a Healthy Workplace? ........................................................................
...................................... 5
Global Good Practices:
Australia: Monash University
.................................... 7
Brazil: Unilever Brasil
................................................... 9
China: Alstom
............................................................ 11
Denmark: Lån Spar Bank
......................................... 13
Germany: SAP
.......................................................... 15
Ghana: Ghana Revenue Authority (GRA)
.......... 17
India: Reliance Industries Limited
........................ 19
Lebanon: Technica International
.......................... 21
Pakistan: Engro Powergen Qadirpur Limited (EPQL)
......................................................... 23
Singapore: Alexandra Health Pte
........................ 25
South Africa: Mercedes-Benz South Africa (MBSA)
............................................................. 27
Spain: Kern Pharma
.................................................. 29
United Arab Emirates: du
........................................ 31
United Kingdom: GlaxoSmithKline
..................... 33 United States of America: Baxter International Inc. ............................................................ 35 Resources & References ........................................................................ ................................................. 37
About the Global Centre for Healthy Workplaces ..................................................................... 38
4
A growing number of employers worldwide are
starting to invest in the health and well-being of their employees (Global Survey of Workforce Wellbeing Strategies, 2016). Leading global reasons for implementing employee health strategies are: improving performance and productivity, and improving workforce morale and engagement. However, while the evidence for both the financial and health-related benefits of implementing programs is increasing, many organizations do not develop cohesive strategies and merely offer fragmented activities without proof of effectiveness or outcomes. A lively discussion has transpired across the globe on what constitutes a healthy workplace and how to craft a successful program in order to produce positive outcomes for business and employees. This publication is intended to contribute to this discussion and illustrate how a healthy workplace can be created by showcasing real life strategies and programs from employers in 15 different countries in six continents. All of the case studies are considered good practices as they have been selected from the growing pool of Global Healthy Workplace Awards winners and finalists as well as certified Healthy Workplaces"(see http://globalhealthyworkplace.org/ awards.html for more information).
The featured case studies will clarify how the
globally relevant Healthy Workplace concept (see
What is a Healthy Workplace?) can successfully be
applied in diverse settings with differing challenges. I would like to extend a special thank you to all of the featured companies for their willing cooperation as well as helping with the actual case studies. I hope this publication markedly contributes to the discussion of how to create a healthy workplace and helps professionals and organizations to implement successful strategies. At this stage I would like to call for employers of all sizes and types to adopt a Healthy Workplace approach and implement evidence-based strategies as well as for professional associations and academic institutions to wholeheartedly support this quest.
Wolf Kirsten
Founder & President, International Health Consulting & Co-Director, Global Centre for Healthy Workplaces
Introduction
Acknowledgements
I would like to thank Gerald Fletcher MD MBA, currently DrPH (Doctor of Public Health) student at the
University of Arizona, for his dedication and co-authoring a large number of the case studies. I also
would like to express my gratitude to Barry Hall, Executive Director, Benefits Innovation at Comcast NBCUniversal, for his feedback and support in fine-tuning the manuscript. 5
Utilizing the workplace as a setting to promote
health is a comparably novel approach in the overall history of health and medicine. The workplace has traditionally been regarded as a potential risk to worker health, and most studies in the field have been focused on how to minimize or eliminate these risks. This focus has evolved with the workplace now being regarded as one of the priority settings for health promotion into the 21st century. The opportunities to promote good health are enormous: a majority of adults spend a large part of their waking day at the workplace and employers and employees alike benefit from the introduction of health promotion at the workplace - a so-called win-win" situation.
Employers benefit from more productive and
motivated employees generating less health care costs and employees enjoy better health and enhanced quality of life.
The World Health Organization (WHO) Healthy
Settings approach reaches back to the Ottawa
Charter on Health Promotion in 1986. However, only recently (2010) has the WHO made this an official policy with the launch of the Healthy Workplace Global Model for Action. Acting on the Global Plan of Action on Workers" Health 2008-2017 the Model for Action assesses healthy workplaces in the context of: work-related physical and psychosocial risks, promotion and support of healthy behaviours, and broader social and environmental determinants.
The Healthy Workplace Framework provides
guidance for a comprehensive and systematic approach with global relevance and is divided into the following interrelated sections:
Physical Work Environment
Psychosocial Work Environment
Physical Health Resources
Enterprise Community Investment.
Psychosocial
Work
Environment
Physica
l Work
Environment
Enterprise
Communit
y
Involvement
Personal
Healt h
Resources
What is a Healthy Workplace?
Reprinted from: Healthy workplaces: a model for action. Page 13. http://www.who.int/occupational_health/healthy_workplaces/en
© Copyright World Health Organization (WHO),
2010. All Rights Reserved.
Figure 1:
The Healthy Workplace Framework
6
A Healthy Workplace is one in which
workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and wellbeing of all workers and the sustainability of the workplace.
Reprinted from: Healthy workplaces: a model for
action. Page 11. http://www.who.int/occupational_ health/healthy_workplaces/en © Copyright World Health Organization (WHO), 2010.
All Rights Reserved
The Healthy Workplace model follows a continual
improvement process, e.g. highlighting the need for evaluation, and places leadership engagement and worker involvement as central priorities.
The Healthy Workplace definition is adaptable
to diverse countries, industries, workplaces and cultures: It is important to point out that employers should first address those challenges and areas that are most pressing in the given work environment, e.g. complying with occupational health law and regulations. However, all organizations, large and small, blue collar and white collar, need to address all four areas in the Healthy Workplace model in order to become a healthy workplace. This approach is not a matter of resources, but of thinking, organization and priorities, i.e. low-resource programs can be applied for micro companies in low income countries.
Promoting health at the workplace is
both the right thing (ethical) and the smart thing (adds value) to do.
Reprinted from: Healthy workplaces: a model for
action. Page 9. http://www.who.int/occupational_ health/healthy_workplaces/en © Copyright World Health Organization (WHO), 2010.
All Rights Reserved
7
Health in Business Strategy
Monash University is uniquely positioned to
be proactive on important public health issues through engagement with thousands of students, staff, alumni and the wider Monash community.
The University values, supports and promotes
programs and policies that improve the physical and psychological health and wellbeing of employees, under the banner of Wellbeing at Monash." Senior management endorses staff wellbeing as a core value of the University to be included in performance development activities, with wellbeing being a key performance indicator (KPI) reported quarterly to senior management. The University"s commitment to a healthy workplace is underpinned by the Wellbeing at Monash Program, delivered collaboratively across the University and supported by a comprehensive range of programs, services and policies including the OHS Policy, Health and Wellbeing at Monash
Policy and Mental Health Policy.
The program has allocated funding and is
implemented by a skilled Occupational Health and Wellbeing team: a Wellbeing at Monash
Coordinator, Wellbeing Assistant, an Occupational
Health Physician and two Occupational Health
Nurses. In addition, this team of professionals
support a network of local University Wellbeing
Champions. The communications strategy focuses
on four key staff groups: managers and supervisors, staff, new staff and the Wellbeing Champion network. A variety of print and electronic methods are used to promote the program across the complex University structure, including a monthly wellbeing newsletter with 15,500 subscribers per month.
The Wellbeing at Monash Program was developed
with limited resources and a very small budget. Over the past 10 years the program model has evolved to meet the differing range of campuses with both small and large employee numbers and diverse cultures. The growing success of the program has encouraged budget allocation at both the organizational and work area level.
Programs
The Wellbeing Program has been developed by
assessing the health status, needs and expectations of staff and is underpinned by a comprehensive range of integrated preventative, targeted health and wellbeing programs and policies. This is supported by a work environment that encourages and fosters healthy behaviors and physical activity. Results revealed an average of 1.82 health risks per employee. Utilizing the organisational health risk profile together with the demographic profile of employees and employee needs and expectations derived from surveys, four core themes incorporating both physical and psychological objectives were derived: 1. increasing the levels of physical activity in the workplace; 2. improving psychological health; 3. promoting healthy eating habits; and 4. facilitating work/life balance and general health of the Monash workforce. 7
Who is Monash University?
Based in Melbourne, Australia
A large educational and research
institution
Large Enterprise: 15,000 employees
Monash University is committed to the
highest quality in teaching, learning, research, and a wide range of professional and community activities.
Monash University
8 The successful Staff Wellbeing and Activity Program (SWAP) offers workplace based, low cost, time efficient physical activity and mental health program options for small and large staff groups of varying demographics; age, gender and ability. For example, mental wellbeing programs include resilience building, mindfulness stress reduction training, mindful employer mental health training, employee assistance programs (EAP), Mental Health First
Aid training, etc. The SWAP Mindfulness training
is delivered through an online learning platform (Massive Open Online Course - MOOC) to more than
120,000 learners.
Monash also engages with the boarder community
to promote healthy living; e.g. R U OK? is a day to create a strong community, that de-stigmatizes mental health issues, raises awareness of suicide prevention and fosters resilience.
Progress / Success
The University strongly supports a culture of
ongoing evaluation, utilizing data from the Wellbeing Participation KPI, organisational health risk profile, health checks, online portal, hazard and incident report trends, participant evaluation and satisfaction, employee engagement, staff demographics, absenteeism, voluntary turnover and early intervention and work injury statistics among others.
As a result of the program, the following was
achieved: absenteeism is 0.4 days lower and voluntary turnover 1.88% lower compared to the Australian
University HR Benchmark average
work injury claims have reduced by 56% over
7 years
a new online reporting system resulted in an 18% increase (in 12 months) in the number of hazard and incidents reported and a 50% increase in the number of near miss incidents reported staff engagement levels have remained consistently high since 2007 and job satisfaction consistently high at 82% satisfaction improvements were also documented with regard to active transport and healthy and sustainable work environments with a 10% reduction in car use as the mode of transport to work and a sustained level of 17% using active transport to work.
Conclusion / Summary
The Wellbeing at Monash Program through its many
programs, services and resources is replicable for both small and large organisations. This is because a cornerstone to the success of the program is the collaborative approach in the development and delivery of the program. Prioritizing program partners, stakeholder and senior management input and buy-in together with a proven communication and reporting system has ensured long term sustainability and success of the program. 8 9
Unilever Brasil
Who is Unilever Brasil?
Headquartered in São Paulo, Brazil.
Subsidiary of the multinational consumer
goods company Unilever
14,000+ employees
Vision:
To influence the transformation of
the mode of life; established as a priority to reduce the environmental impact, promote health, hygiene, conscious consumption and welfare and responsible business growth, so that we are able to positively impact the Brazilian society.
Health in Business Strategy
In line with Unilever's Sustainable Living Plan (USLP) there is a local commitment to protecting employees from work-related hazards and promoting their health, nutrition and wellbeing so that they can enjoy fit and healthy lives, both at work and at home. Unilever has a Global Medical & Occupational Strategy, which is based on the twin pillars of Health
Promotion and Health Protection. Unilever Brasil
firmly believes that healthy employees contribute to a healthy company. The healthy workplace approach is based on a sound policy arising out of its global strategy and is supported for implementation by the
HR leadership team. A key component of the health
promotion strategy is the Lamplighter program, which aims to improve the nutrition, fitness and mental resilience of employees. The Global Central
Safety, Health and Environment Committee monitors
the delivery and outcome of the Lamplighter program. Employee participation in the program development is guaranteed via multiple committees: health and safety, site wellness, HIV/AIDS, dignity enhancement as well as unions and works councils. In addition, the Lamplighter ambassadors play a key role in delivering the program.
Unilever adopted a policy allowing for maternity
leave for six months before it was made a mandatory requirement by Brazilian law. In addition, Unilever encourages agile working, which gives employees an opportunity to have time to care for their family and attend to work demands. The company has a nursery in the offices to attend to the children of employees until they are 3 years old.
Programs: Lamplighter
In its Lamplighter program employees are
individually coached on their exercise regime, nutrition and mental resilience through a permanentquotesdbs_dbs12.pdfusesText_18
[PDF] WHO Healthy Workplace Framework and Model: - WHO World